As the very first conversation between candidate and company, the interview is an important introduction.

Whether you’re a hiring manager on the hunt for the ideal addition to your team or a seasoned professional contributing to the talent acquisition process, understanding the art of effective interviewing is crucial. So let’s delve into why being a good interviewer matters and explore key strategies to ensure your interviewing process is not just on-point, but transformational.

At it’s core, becoming an adept interviewer lies in your ability to identify the right person for the work that needs to be done. As an employer, the individuals you hire shape the destiny of your organisation. It’s not just about finding someone who ticks boxes on the PD; it’s about uncovering candidates who not only possess the relevant skills, but are driven, accountable and align with your company culture. Being a skilled interviewer empowers you to spot these qualities, leading to stronger, more harmonious teams.

Hiring well is about more than just filling a role – we like to think of interviews as a two way conversation to establish whether both parties have a synergy for mutual success. Being a good interviewer means you clearly understand the opportunity, are able to provide an insightful representation of the company and team, and answer any questions the candidate may have. A great interviewer will create an experience that is both enjoyable and personalised.

And then there’s the magic of true listening. Unearth your own biases and see the discussion as a discovery process about perspectives and experiences that may be different from your own. Active listening is essentially a tool to help you decipher meanings, empathise with perspectives, and reveal potential.

Key Strategies for Interviewing Excellence

Set a relaxed tone: Begin with a friendly note to alleviate initial nervousness. A touch of small talk can put candidates at ease, but remember to strike a balance to avoid overshadowing the core interview. It’s a good idea to start with introductions including a bit about yourself and the team the role is part of.

Do your research: Familiarise yourself with the candidate’s application materials before meeting them. This empowers you to ask insightful questions that delve into their motivations and suitability for the role.

Use open-ended questions: The power of open-ended questions can’t be underestimated in encouraging narratives and insights. Patience is key – allow candidates the space to respond fully. Prepared questions covering key aspects of the role can guide the conversation effectively.

Listen actively: While you pose questions, the focus should be on the candidate. Active listening enables you to follow up with pertinent questions, delving into their experiences and soft skills.

Take Notes: Jotting down notes doesn’t just show you’re paying attention; it’s a tool for you to remember key details and formulate relevant follow-up questions. It also doubles as the foundation of your feedback for those making hiring decisions down the line.

Be mindful of body language: Maintain eye contact, smile, and ensure you’re not rushing in from a mother meeting or flustered. Foster an environment where candidates feel comfortable – you have a small window to establish trust and engage in a meaningful, transparent conversation.

Minimise distractions: Distractions are everywhere but during an interview, they’re disrespectful. Eliminate potential interruptions and give your full attention to the person infront of you.

Offer constructive feedback: Providing detailed feedback is essential for candidates’ understanding of the interview’s outcome and informs your company’s decision-making process. Take the time to develop feedback that makes sense to others who weren’t in the interview, covering all relevant key information.

Overall, it’s important to remember that in every interview, there’s a human person seeking a chance to embark on a meaningful journey. The interview isn’t a mere transaction; it’s a brief opportunity to understand whether the individual can go the distance alongside your organisation, contributing to a shared vision.